Comments on: Management consulting – where did it begin? http://www.tomspencer.com.au/2009/09/29/management-consulting-where-did-it-begin/ Management Consulting & Business Strategy Sun, 29 Jan 2012 03:50:50 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Universal http://www.tomspencer.com.au/2009/09/29/management-consulting-where-did-it-begin/comment-page-1/#comment-6244 Universal Mon, 19 Oct 2009 13:04:39 +0000 http://www.tomspencer.com.au/?p=2079#comment-6244 More than a degree of truth there. But consider that most entrepeuners would procrastinate in taking simple decisions in a fast-paced economy. A management consulting firm could better advise and exploit a market condition based on its professional understanding. More than a degree of truth there. But consider that most entrepeuners would procrastinate in taking simple decisions in a fast-paced economy. A management consulting firm could better advise and exploit a market condition based on its professional understanding.

]]> By: peter spencer http://www.tomspencer.com.au/2009/09/29/management-consulting-where-did-it-begin/comment-page-1/#comment-6092 peter spencer Wed, 14 Oct 2009 05:35:31 +0000 http://www.tomspencer.com.au/?p=2079#comment-6092 Hi Tom, I believe it all started when executives at large companies decided that they needed some external scape-goats to blame if and when costly new business ventures failed. Over the years this symbiotic relationship has developed enabling the consultants to charge huge sums for sometimes superficial but well "powerpointed" presentations in return for the Company Executives right to take full credit for any successful outcomes while shifting the spotlight of blame comfortably away from themselves in case of failure. "Failure is a bastard but success has many executive fathers". A jaundiced view but one with a degree of truth attached. Peter S Hi Tom,

I believe it all started when executives at large companies decided that they needed some external scape-goats to blame if and when costly new business ventures failed.

Over the years this symbiotic relationship has developed enabling the consultants to charge huge sums for sometimes superficial but well “powerpointed” presentations in return for the Company Executives right to take full credit for any successful outcomes while shifting the spotlight of blame comfortably away from themselves in case of failure. “Failure is a bastard but success has many executive fathers”.

A jaundiced view but one with a degree of truth attached.

Peter S

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